I asked him why and he said it was just time, career advancement, time for a new challenge. He seemed positive and in control of a simple open and free choice process.

We move down the road and as we sped into the city, the talk moved to me and my service at DRT. I talked of the connections that I make between individual meltdown of executive function as a way to describe criminalised addiction and the often criminal actions of the executive function of banks, Volkswagen, Tesco as well as the management of the NHS not connecting with front line staff.

He swore, then said, “that’s exactly why I’m leaving my company, exactly. They’ve parachuted in an American leadership that insists on doing things their way, from an arm of the conglomerate that’s not really doing well and we’ve all got to do it one way, their way …. after 20 years, I’m outta there.”

I said that many, many people over the years had identified with my diagnosis. I said that it was impossible to reach into the executive function of an individual until a crash happens. So, if there is an acceptance of my view, then the chances of my message reaching the top executive function where the only chance of direction change resides, were almost nil until a crash happens.

He swore again, “that’s exactly what my colleagues have been saying for weeks, that only a crash will change the disastrous direction of the board.”

My approach has been peer evaluated over and over again this past few years.

The words I use are not hysterical, they are actually more measured than some used by bankers, executives, academics, doctors, nurses and students to describe their actual experience of working in the NHS, in the University and in corporate international businesses.